THE BIG UNEASY: LEADERSHIP FAILURES IN NEW ORLEANS BEFORE AND AFTER HURRICANE KATRINA

Winkleman, Nathan

THE BIG UNEASY: LEADERSHIP FAILURES IN NEW ORLEANS BEFORE AND AFTER HURRICANE KATRINA

dc.contributor.advisor	Franklin, Aimee
dc.contributor.author	Winkleman, Nathan
dc.contributor.committeeMember	Duncan, John
dc.contributor.committeeMember	Banz, Martha
dc.date.accessioned	2016-08-18T14:07:44Z
dc.date.available	2016-08-18T14:07:44Z
dc.date.issued	2016
dc.date.manuscript	2016-08-16
dc.description.abstract	Individuals in positions of leadership should possess certain qualities that allow them to situations of great stress and crisis. These qualities are especially important in extraordinary and overwhelming circumstances such as natural disasters. Hurricane Katrina, a devastating storm which hit the United States Gulf Region back in 2005, certainly fits into that category. This project examines the leadership and disaster management efforts of prominent government officials in response to Hurricane Katrina; special focus is given to Ray Nagin, mayor of New Orleans at the time. New Orleans was especially impacted by Katrina, and the efforts of officials at all levels of government would significantly influence his ability to manage the crisis brought on by Katrina’s devastation. Available investigative and academic sources are utilized to discuss desirable leadership disaster management characteristics, the empirical numbers behind Katrina’s damage, actions performed by officials in Katrina’s aftermath and how those actions affected the local efforts of Nagin and his administration. Keywords: Hurricane Katrina, New Orleans, Ray Nagin, Disaster Management, Leadership	en_US
dc.identifier.uri	http://hdl.handle.net/11244/44908
dc.language	en_US	en_US
dc.subject	Leadership	en_US
dc.thesis.degree	Master of Arts in Administrative Leadership	en_US
dc.title	THE BIG UNEASY: LEADERSHIP FAILURES IN NEW ORLEANS BEFORE AND AFTER HURRICANE KATRINA
ou.group	College of Liberal Studies	en_US